A revised and updated version of the Better Practice Guide: Successful Implementation of Policy Initiatives was released on Wednesday by the Australian National Audit Office in collaboration with the Department of the Prime Minister and Cabinet.
The guide, first released in 2006, has been updated “to incorporate key developments since that time”. The idea behind the publication is to draw on practical experience in implementing policy to provide examples of better practice to help in the realisation of program objectives. It has been written to be applicable to both senior leaders and those at the coalface of implementation.
The challenges of successful policy implementation have been highlighted in recent years in ANAO reports on initiatives such as the Home Insulation Program, the Air Warfare Destroyer Program, and the Green Loans Program.
The guide emphasises the need for effective, ongoing risk management and the early consideration of implementation in policy design, stating that leaving consideration of implementation strategies too late can lead to:
“… sub-optimal delivery methods; over ambitious timeframes; resources not being available when required; inappropriate skills or capability for the initiative; and insufficient consultation and contingency planning.”
It includes a series of checklists for senior leaders to consider, as well as quotes from those with experience in the field.
The guide does not address ongoing management and delivery of programs other than to emphasise the need for “active management” to ensure intended outcomes can be reached.
Wise words: some key advice
“… risk management … is one of those disciplines [that] if done well, will generally not be visible for all to see. Sadly, only risk management failures attract attention, and headlines. Thus an organisation’s leadership needs to compensate for this asymmetry by reinforcing the positive outcomes of risk management action.”
“Create an environment where people are prepared to ask for help early enough and not at a crisis point. The culture must be to encourage staff to identify problems and to ensure that they are addressed.”
“It is also important to understand where the chickens will come home to roost if risks aren’t managed effectively by one of your ‘partners’.”
“The thing that kills implementation is a late system change.”
“Need to recognise there are different skills required for implementation. Training needs are sometimes ‘shortcut’ during implementation. However, there are costs to the program on cutting back resources, communication and training.”